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On the other hand, you might find that the interviewee hassomething in her background that you really appreciate or can iden-tify with, and this seems to resonate with you even before you havegone through the full interview process. This is a tendency thatmust be brought to a conscious level and guarded against. There aremany examples of interviewers saying, ‘‘I liked this guy the instantI met him. I think we should hire him.’’ Odds are, their behaviorpatterns were exactly the same. People like people who are similarto themselves. This is where the expression ‘‘hiring in one’s ownimage’’ comes from. Another example is when the job vacancymight just seem so important to fill that you feel pressured to movequickly. Remember: A hasty decision is rarely a good one.Rather, we must continually remind ourselves that effectivepersonnel selection is in the best interest of both the applicant andthe company. In fact, harm can be done both to the individual andthe company when an unqualified person is hired and set up for
121Recruiting, Interviewing, and Hiring the Very Bestfailure. It is simply not in the best interest of anyone involved toplace someone in a position for which they are poorly suited andthat will ultimately end in failure.The purpose of this part of the interview is twofold:1. To observe obvious discrepancies in the candidate’s image orpersonality, according to the intended plan and criteria.2. To determine what areas might be needed in order to furthertrain, develop, and motivate the individual once hired.Unless there is an obvious mismatch, managers should, at thispoint, avoid either hiring or not hiring.The other area to explore relates to specifics about the individ-ual in terms of work, school, and any other pertinent informationthat could relate to the position. Here you can use the re´sume´ orapplication to ask about certain specifics, for example:1. Clarify those ‘‘red flags’’: gaps between jobs, horizontalmoves, several moves, major salary changes, etc.2. Clarify positions held: job description, duties, accomplish-ments, etc.3. Some useful questions to ask that relate to his job (if currentlyemployed) are:•What do you like about your job?•What do you dislike about your job?•In what areas do you know you excel and how?•What is the greatest challenge for you, and how do you tryand overcome it?•How do you think your coworkers would describe you?Answers to these questions could further help to expose theconcerns, strengths, weaknesses, and motivational factors of that in-dividual.Of course, while a candidate should feel comfortable asking aquestion at any time, it is at this stage that you would more formallysolicit questions from the interviewee. Keep in mind that her list ofquestions might very well shed even more light on her. For exam-ple, an interviewee might ask questions such as:
122F U N D A M E N T A L SO FS A L E SM A N A G E M E N TDoes the company have and contribute to the employees’401(k) plan?